Consultative decision making increases collaboration, team work, transparency and improves inclusivity. In my previous assignments as CHRO, I have ensured that most decisions with ramification on employees are taken by obtaining in-puts from various stakeholders & employees cutting across the Levels, Geographies, Gender & Functions across organisation. Town-Halls, Focused group discussions, Anonymous as well as Open survey results etc provided diverse views to be selected basis alignment to Organisational values, utility & ROI. Even in case of Rewards & Recognition outcomes, multiple seniors from disparate functions / departments take collective decision on winners weighing objective parameters to bring fairness to the process and help create Leaders who are recognised by the larger ecosystem and not mere stars in silos.
We launched a "keep your promises" program that ensured our talent brand matched the organization's work-life realities. Too often, companies promise or have a reputation for a particular culture but fail to live up to those standards. Our EVP audit allowed us to thoughtfully select, promote, and deliver specific experiences. Being true to our word not only increased new hire retention and engagement but also reenergized tenured employees.
My main goal was to establish an environment where staff members could freely discuss ideas and projects with the group. This method lets everyone, at any level, present their ideas and get comments. Encouragement of pride and ownership, as well as original thought, was the aim. A junior developer, for example, once recommended enhancing our client feedback procedure. Simple yet effective, the concept increased consumer satisfaction noticeably. Seeing their efforts have a real impact gave staff members a sense of worth and appreciation. This project greatly increased employee involvement. In this atmosphere of celebration of innovation, every voice had value. Higher involvement in business activities and a clear improvement in general morale were indicators of greater engagement. This strategy has largely fostered a cooperative and upbeat corporate culture.
At Deepler, I introduced a 360-degree recruitment interview process to enhance our hiring strategy and improve employee retention. This innovative approach allows candidates to interact with clients, resellers, and various employees before they formally apply for a position. By providing a comprehensive view of our company culture, values, and daily operations, candidates can make more informed decisions about their fit with the organization. The results of this initiative have been remarkable. We’ve seen a 38% increase in above-average applicants, indicating that more high-quality candidates are drawn to our transparent and inclusive recruitment process. This improvement in applicant quality has also translated into higher retention rates, as new hires are better aligned with our company culture and expectations from the outset. It ensures that both the company and the candidates are making well-informed decisions, leading to a more harmonious and productive workforce. By fostering open communication and providing a realistic preview of the workplace, we are not only attracting top talent but also retaining them longer, which is crucial in today’s competitive job market.
We focus on peer to peer recognition, because it helps every single employee be recognized for the work they are doing. By empowering employees to celebrate one another, we see people being recognized about 4.7 times each month - that could never happen from a CEO or manager because they don't have the bandwidth to see or recognize everything happening. When everyone feels "seen", employee engagement goes way up!
One specific item that stands out that created a positive company culture is the implementation of our employee recognition and rewards program. This program allows managers and peers to give public recognition and small rewards like gift cards to employees who exemplify our company values or go above and beyond in their work. The impact on employee engagement has been significant. Since launching the program two years ago, our annual employee engagement survey scores have increased by 12 percentage points. Qualitative feedback indicates employees feel more valued and appreciated when their hard work is recognized publicly. The program has fostered a culture of positivity, where employees are motivated to live out the company values and support one another. Lastly, the recognition feed on our intranet has become a hub of celebration and community-building. Employees frequently comment on recognition posts with congratulatory messages, creating a positive feedback loop. Newer employees have mentioned feeling welcomed and integrated more quickly due to the supportive culture.
One way I’ve helped create a positive company culture is by starting an employee recognition program. This includes peer-to-peer recognition and monthly awards like "Employee of the Month." Impact on Employee Engagement: Boosted Morale: Employees feel valued, which has significantly increased their satisfaction and motivation. Higher Retention: Recognized employees are more likely to stay, reducing turnover. Increased Productivity: Positive reinforcement has driven employees to be more engaged and productive. Better Teamwork: Peer recognition has fostered a sense of camaraderie and collaboration. This recognition program has made our workplace more positive and engaging, and I’m proud to see the difference it’s making.
One specific way I continue to create a positive company culture with clients is to raise self- awareness. Simple. Yet, powerful. Here is "the Why?" When people are aware their culture and socialization process impacts how their brains access others and their world, they become accountable and engaged. Blame is eliminated. Inclusiveness and collaboration increases. Here is "the how?" I use inquiry and The Ladder of inference developed by Harvard professor Chris Argyris, an organizational learning theorist and practitioner. The model illustrates the stages how people experience, reach conclusions, and take action. The thinking process is visualized on a ladder to increase self-awareness. https://www.mindtools.com/aipz4vt/the-ladder-of-inference. The "When?" Inquiry and the Ladder of Inference are used in conversations, L&D workshops and Hr trainings. Our brains are always accessing. Yet, when employees become more self-aware how they assign meaning their engagement increases. Self-awareness is the foundation for employee engagement. After all, people are the culture.
Focusing on promoting emotional intelligence helps to create a positive company culture. Prioritising emotional intelligence facilitates psychological safety, which is fundamental for employee engagement. When employees feel understood and valued on an individual level, their productivity and trust in their capabilities increase. A sense of belonging allows them to share their ideas and concerns more openly and perform their tasks more effectively. Implementing this through targeted training, coaching, and team-building exercises, empowers team members to bring their whole selves to work, strengthening their connection to both the company and their colleagues. This can significantly boost overall employee engagement and satisfaction.
One specific way I contributed to creating a positive company culture was by implementing a comprehensive employee development program. This program included personalized career growth plans, regular training sessions, and opportunities for employees to attend industry conferences and seminars. By investing in our employees' professional development, we not only demonstrated our commitment to their growth but also fostered a culture of continuous learning and improvement. This initiative significantly boosted employee engagement, as individuals felt valued and motivated, leading to higher productivity and retention rates.
As the CEO of Startup House, I've found that one specific way to create a positive company culture is by fostering open communication and transparency within the team. By encouraging employees to share their ideas, concerns, and feedback openly, it has not only boosted morale but also increased employee engagement. When team members feel heard and valued, they are more likely to be motivated and committed to their work, leading to a more productive and cohesive work environment overall.
How Our Peer Recognition Program Ignited a Culture of Appreciation As an HR professional, I spearheaded the implementation of a peer recognition program where employees can nominate their colleagues for exceptional work or displaying company values. This initiative fostered a culture of appreciation and camaraderie within the organization. Employees felt valued and acknowledged for their contributions, leading to increased morale and motivation. Furthermore, it created a sense of unity and teamwork as employees were encouraged to celebrate each other's successes. The program not only boosted employee engagement but also strengthened the overall company culture, resulting in higher retention rates and improved productivity.